CMR International Agenda for 2001

SIGLEAvailable from British Library Document Supply Centre-DSC:3287.27465(2001) / BLDSC - British Library Document Supply CentreGBUnited Kingdo

The impact of economic and political factors on pharmaceutical innovation

Lecture held in London (GB), 14 Jul 1998Available from British Library Document Supply Centre-DSC:3287.27465(1998) / BLDSC - British Library Document Supply CentreSIGLEGBUnited Kingdo

Healthcare policy in the twenty-first century The outlook for innovation

Annual lecture presented at the Royal College of Physicians, London, on June 27, 2000Available from British Library Document Supply Centre-DSC:3287.27465(2000) / BLDSC - British Library Document Supply CentreSIGLEGBUnited Kingdo

Current strategies and future prospects in pharmaceutical outsourcing

SIGLEAvailable from British Library Document Supply Centre-DSC:99/40655 / BLDSC - British Library Document Supply CentreGBUnited Kingdo

Resistance, reproduction, attachment: unsettling gender through cosplay (thesis data)

Survey data gathered from cosplayers, answering questions pertaining to identity, embodiment, gender, and violence. The data files are embargoed until 01/10/202

Principal researcher and project manager: Who should drive R&D projects?

In this paper, it is analyzed the hypothesis that in R&D the principal researcher (PR) is accepted as the coordinator or project manager (PM), carrying out the search for financing and to manage contracts, resources, cost, time, scope, risk and uncertainty, communication, stakeholders and so on, in addition to internal research activities. Thus, this study tries to verify this hypothesis through a major literature review in different types of projects developed by university, but also with a look to industry and industry‐university cooperation. Two case studies are also analyzed, centered in its R&D project management maturity level. It is concluded that there is an important issue in projects’ success and in the time spent by PR in management, work for which they are under trained; while at the industry there is a greater approach to project management by the proximity of the innovation projects to other industrial projects. Following these initial findings and according to the case study results, it is proposed that R&D Projects in universities would be separated into two synergistic knowledge areas: R&D Management and Project Management. It is also recommended to allocate them to two distinct roles, where they could add value to R&D through their better knowledge and skills.Sin financiación1.857 JCR (2017) Q3, 84/140 Business, 108/210 ManagementUE